Abstract
The old adage goes, ‘consultants simply ask you enough questions for you to tell them the answers’. Perhaps the people we should be asking how to personalize value within the corporation are the individuals who make it happen, that is, the workers themselves. Consultants, academics, business professionals and senior management teams almost universally agree that people are a valuable asset to the firm. Yet, when asked to place a value on an individual’s direct contribution to the corporate value proposition to customers, most senior executives will struggle to quantify the attributes that comprise the most desired skills and their relative value. The world of business redefines itself with each new generation of people and every successive advance of technological capabilities. As these two factors converge to shape the firm’s activities that we have in the past called ‘work’, the value of an individual’s contribution to the firm will increase and diminish accordingly.
It is better to ask some of the questions than know all the answers.
James Thurber1
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Notes
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© 2005 Joseph A. DiVanna and Jay Rogers
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DiVanna, J.A., Rogers, J. (2005). The Personalization of Value. In: People — The New Asset on the Balance Sheet. Corporations in the Global Economy. Palgrave Macmillan, London. https://doi.org/10.1057/9780230509573_2
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DOI: https://doi.org/10.1057/9780230509573_2
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